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Lean Six Sigma

About: Lean Six Sigma is a research topic. Over the lifetime, 1919 publications have been published within this topic receiving 29142 citations.


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Journal ArticleDOI
TL;DR: In this paper, the authors focused on the identification of critical failure factors for the Lean Six Sigma (LSS) projects and used a structured questionnaire to collect expert opinion on these factors.
Abstract: For any organizations achieving state of the art quality is important to become competitor in their field. Lean Six Sigma (LSS) helps organizations to get there. But, in some cases LSS implementation fails. Keeping that in mind this paper focused on the identification of critical failure factors for the LSS projects. Initially, we found out the failure factors through literature review which led to 44 factors. Then, a structured questionnaire was used to collect expert opinion on these factors for the manufacturing industry. Their response where checked for reliability and validity. Using, their response we ranked the 44 factors using topsis approach. From, the above study 16 critical failure factors were identified. This study may bring out the importance of the consideration of critical failure factors while implementing the LSS projects. In the conclusion section, future opportunities for research are identified.

1 citations

Book ChapterDOI
02 Feb 2015
TL;DR: Suzaki as discussed by the authors proposed a lean manufacturing philosophy based on the Just-In-Time (Just-in-Time) production philosophy, which is a production philosophy that appeared after World War II.
Abstract: Lean Manufacturing is a production philosophy that appeared after World War II This philosophy is derived from Toyota Production System that was based on Just-In-Time, which consists in adjusting production to demand in order to manufacture just enough quantity to satisfy the order, thus avoiding an unnecessary accumulation of stocks (Suzaki, 1993)

1 citations

Journal ArticleDOI
TL;DR: The goal was to measure the impact that integration of automation made to service, safety and efficiency, staff reallocation and reorientation, and workflow in the outpatient pharmacy department.
Abstract: Background Outpatient pharmacy management aims for improved patient safety, improved quality of service, and cost reduction. The Six Sigma method improves quality by eliminating variability, with the goal of a nearly error-free process. Automation of pharmacy tasks potentially offers greater efficiency and safety. Objective The goal was to measure the impact that integration of automation made to service, safety and efficiency, staff reallocation and reorientation, and workflow in the outpatient pharmacy department. The Six Sigma problem definition to be resolved was as follows: The current system of outpatient dispensing denies quality to patients in terms of waiting time and contact time with pharmacy professionals, incorporates risks to the patient in terms of mislabeling of medications and the incomplete dispensing of prescriptions, and is potentially wasteful in terms of time and resources. Methods We described the process of introducing automation to a large outpatient pharmacy department in a university hospital. The Six Sigma approach was used as it focuses on continuous improvement and also produces a road map that integrates tracking and monitoring into its process. A review of activity in the outpatient department focused on non-value-added (NVA) pharmacist tasks, improving the patient experience and patient safety. Metrics to measure the impact of change were established, and a process map analysis with turnaround times (TATs) for each stage of service was created. Discrete events were selected for correction, improvement, or mitigation. From the review, the team selected key outcome metrics, including storage, picking and delivery dispensing rates, patient and prescription load per day, average packs and lines per prescription, and lines held. Our goal was total automation of stock management. We deployed 2 robotic dispensing units to feed 9 dispensing desks. The automated units were integrated with hospital information technology (HIT) that supports appointments, medication records, and prescriptions. Results Postautomation, the total patient time in the department, including the time interacting with the pharmacist for medication education and counseling, dropped from 17.093 to 11.812 digital minutes, with an appreciable increase in patient-pharmacist time. The percentage of incomplete prescriptions dispensed versus orders decreased from 3.0% to 1.83%. The dispensing error rate dropped from 1.00% to 0.24%. Assessed via a “basket” of medications, wastage cost was reduced by 83.9%. During implementation, it was found that NVA tasks that were replaced by automated processes were responsible for an extensive loss of pharmacist time. The productivity ratio postautomation was 1.26. Conclusions The Six Sigma methodology allowed for rapid transformation of the medication management process. The risk priority numbers (RPNs) for the “wrong patient-wrong medication error” reduced by a ratio of 5.25:1 and for “patient leaves unit with inadequate counseling” postautomation by 2.5:1. Automation allowed for ring-fencing of patient-pharmacist time. This time needs to be structured for optimal effectiveness.

1 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023109
2022205
2021183
2020187
2019190